Asluc10 tendencias mcl_v6

652 views

Published on

Analise das tendencias mais importantes para os contact centers na America Latina, visto em 2010

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
652
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • MCL notasa:1- IT vem primeiro numa logicva de infraestrutura: - não é por definir ser mais prioritario, é por servir em geral como a base da infraestrura de informacao para toda a aempresa e tb para o CC2- há areas mais transversais como seguranca ou data communications que se aplicam a toda a empresa e não seo a CC
  • Definicao:Service-BasedScalable and ElasticSharedMetered By UseInternet Technologies
  • The next evolution in customer care is here, and so we must respond. Customers expect to tweet, yam, and/or post to their favorite social web medium and expect a timely answer on the very same medium they posted on. Are you ready? If you’re looking for a nuts-and-bolts primer on social media in the contact center, this session is for you. You’ll learn social media basics, why this matters to your call center, and how to make it a win-win for you and your customers. We’ll discuss what should be included in your social web customer service strategy, and the myriad details that must be defined in order to be successful. You’ll leave with a clearer view of how to move forward with a social media strategy that works for your organization – and your customers. Bob FurnissTouchPoint Associates Inc.President For more than 28 years, Bob Furniss has worked with companies to help them understand and improve their customer experiences. As President of Touchpoint Associates, Inc., a boutique consulting firm that offers strategic consulting and frontline training, he has worked with some of the top companies in the world to help them re-align their customer strategies.Bob founded Touchpoint Associates, Inc. in 2003 and has developed a network of industry experts to support his client list which includes leading organizations like DePaul University, FedEx, University of Kentucky, Dell, HP Computers, Hewitt Associates, State Farm and others. Faith LegendreWebex CommunicationsSenior Global Consultant, Customer Advocacy For more than 10 years Ms. Legendre has been leading organizations through learning strategies to business results excellence. She is an organization and training expert, virtual and in-person knowledge speaker and is also a new technology and social networking enthusiast. She eagerly shares her creative ideas on how electronic collaboration both internally and externally can benefit organizations. She was awarded Trainer of the Year for 2008 by Training Magazine. She has aided organizations in achieving Training Top 100 multi-year status as well as ICMI’s Global Call Center of the Year Award. She has held learning and training, Director and Vice President, positions at international Fortune 1000 technology companies as well as ecommerce retail organizations. She has lead teams who worked both in physical site locations as well as from home. Her vision of “nibblet learning” helped to embed knowledge application into daily business practices. Over the past few years Ms. Legendre has also been coined and consulted with organizations as a Virtual, Collaboration and Social Networking Strategist. The Training Journal UK recently tweeted that Ms. Legendre is “a great re-tweeter of business based tweets from all over the twittersphere.” One of the top ranking bloggers Chris Brogan said that Ms. Legendre “sources a lot of great posts.” Ms. Legendre has a certificate in Project Management from Hofstra University and a Masters in Management from Antioch New England Graduate School in New Hampshire.Level: IntermediateIn a world where a single customer can tell over 300,000 people about a poor experience in your center with one stroke of the keyboard, you can’t afford to ignore social media. But if you are more than a little confused about what it is and how it will impact your call center, then this is the session for you. We’ll start with the basics – where to find them, how to join into the conversation and what the trends are for the future. Learn how the top five social media sites differ from one another, how to define a strategy for each, and why the lesser-known sites are also important. Discover when you MUST act to protect your brand – and how some of the most forward-thinking companies in America are leading the way. Finally, hear how recent technologies will allow you to easily communicate through a new customer channel utilizing these existing outlets. Bob FurnissTouchPoint Associates Inc.President For more than 28 years, Bob Furniss has worked with companies to help them understand and improve their customer experiences. As President of Touchpoint Associates, Inc., a boutique consulting firm that offers strategic consulting and frontline training, he has worked with some of the top companies in the world to help them re-align their customer strategies.Bob founded Touchpoint Associates, Inc. in 2003 and has developed a network of industry experts to support his client list which includes leading organizations like DePaul University, FedEx, University of Kentucky, Dell, HP Computers, Hewitt Associates, State Farm and others.
  • When talking about social software or social-networking applications or services, most peopletend to think immediately of widely used consumer sites, such as Facebook, LinkedIn, Friendster,Plaxo, Xing, Xanga, Bebo, Cyworld, QQ.com and Second Life, many of which are accessed fromwithin a Web browser.These independently hosted applications have yet to prove their value as effective tools forselling, marketing, or aiding customer service and support throughout the customer buying cycle
  • 1. TendenciasGlobais IT1.1 optimize business performance1.2 security risks1.3 cloud computing1.4 social networks impacts on business1.1 optimize business performance1.2 security risks1.3 cloud computing1.3.1 cloud services brokerage1.3.2 Consolidate with Virtualization1.3.1 cloud services brokerage1.3.1.1 agregate1.3.1.2 secure1.3.1.3 manage costs1.3.1.4 Subtopic 41.3.1.1 agregate1.3.1.2 secure1.3.1.3 manage costs1.3.1.4 Subtopic 41.3.2 Consolidate with Virtualization1.4 social networks impacts on business
  • New business processes and new tools support customer service processes. In "Reinventing theContact Center for CRM: Higher Impact, Lower Cost," we discuss the advances made towardsimpler and more-intuitive user interfaces. More intelligent information and advice delivered to theagent desktop are critical for contact centers. Modernizing the agent desktop and helping theagent support customer interactions will be critical to consistent customer service. Early adopterswill see increased customer satisfaction, agent retention, competitive differentiation and loweredcosts.Better Contact Center Application DesignWe are seeing the advance of model-driven CRM applications for the desktop. The nextgeneration of graphical user interfaces (GUIs) will change dramatically, as compared with theCRM offerings that became available during the past five years.We are expecting more-dynamic, contextual rendering of information based on shifting customerand interaction context during a call. Currently, too much advanced training is required (initial andongoing) of agents, and too much time is required to move through screens and systems to findinformation. Companies such as Pegasystems and NexJ Systems are gaining greater tractionwith their declarative, model-driven applications. This fits well with our concept of "intent drivenapplications." By this, we mean screens that are not static and following a prescribed path, butinstead render business rules that are applied specifically to the particular context of thecustomer, his or her service-level agreement, profitability and satisfaction. The advantage of amodel-driven application is that it is meta-driven, which means that work done by a business userdesigning on the front end (for the agent) can continue to evolve, even as changes occur to theunderlying applications used in the workflow or interaction.
  • As businesses look for new sources of revenue, the customer service contact center becomes anarea of interest. How can marketing and sales exploit the opportunity? Using real-time decisionsoftware will be key. In "Real-Time Decision-Making Applications Can Increase Revenue andReduce Costs in the Contact Center,” we show how the contact center can increase revenue viamore-targeted customer cross-sell and upsell recommendations, while improving customerretention. Applications of real-time decisions can reduce costs in a variety of other ways,including prescreening customer claims, cause-based routing and skill-based dispatch.Customer Cross-Sell and Upsell RecommendationsWhat Is It?: Selecting the best offer to make to a customer to grow value. In addition to thelikelihood of a customer accepting the offer, the factors used to determine the "best" offer includethe relative profitability of different products, the skill set and qualifications of the agent, the timerequired to extend the offer to the customer (to ensure that service-level objectives are met), andthe mix of offers previously presented to the customer.Who Should Consider It?: Any organization looking to increase customer profitability or toincrease the average number of products held per customer. Typical industries adopting thistechnology are telecommunications and retail banking companies.Who Sponsors It?: Usually marketing.
  • Measure contact center performance on multiple levels — customer satisfaction; totalcost, including call escalations; and impact on revenue — before and during theoutsourcing of a customer care function.• Applications of real-time decision making to the contact center (such as prescreening ofcustomer claims, call-cause-based routing and skills-based dispatch) can reduce costs.Recommendations• Don't limit the examination of real-time decisions to cross-selling and upselling. Althoughthese are the most-common areas, other use cases are emerging to deliver return oninvestment (ROI) for organizations.• Organizations should consider the decisions made during and subsequent to customercalls, as well as which of these decisions could most effectively be guided by betterinsights into customers' likely behaviors.AnalíticosNecessidade de ferramentas de análise em tempo realConhecimento e maior compreensão dos valores e comportamentos dos clientesBarreiras à adopção:Falta de conhecimento do potencial das ferramentas analíticasFalta de um business case que justifique o investimento
  • Customer service agents are overlooked in a role for which they are best-positioned: Creatingand maintaining a well-structured knowledge base to be used in the contact center and for Webbasedself-service. In "Use Contact Center Agent Knowledge for Self-Service Cost Savings," weexplore how the lack of effective knowledge frameworks prevents organizations from realizing thecost-saving potential of Web self-service, and how they can create such a framework. The resultis superior access to accurate and actionable information for service agents and customers.
  • The Impact of Real-Time Feedback in the Contact CenterJim Davies, Gareth HerschelReal-time feedback provides an important data stream that should be captured and usedto influence telephony-based contact center interactions for an enhanced customerexperience and improved operational performance. CRM and sales and marketingmanagers and stakeholders should use this research to optimize the use of real-timefeedback in these challenging times.Key Findings• There are many dimensions to real-time feedback. Some are complex and unproven,while others require creative thinking, rather than technological sophistication.• There is a significant difference between "near real time" and "real time" technologies.For many organizations, near real time or "just in time" are good enough to helpoptimize interactions.• The value of capturing real-time feedback data is limited, unless it can be analyzed in atimely manner and used to impact the same or subsequent interactions.Recommendations• Assess the potential impact of real-time feedback on customer interactions, and, ifappropriate, identify a mix of low-risk to midrisk investments or customizations toexisting "feedback" solutions.• Ensure that the underlying analytics decision-making platform can adequately cope withdiverse real-time data feeds before capturing real-time feedback data.Publication Date: 27 February 2009/ID Number: G00165592 Page 2 of 5© 2009 Gartner, Inc. and/or its Affiliates. All Rights Reserved.ANALYSISThe contact center is growing in strategic importance as organizations seek to optimize everycustomer interaction. Delivering an excellent customer experience while minimizing costs anddriving revenue is a tough balancing act to master. A key technique for organizations to mastercan be described as "real time feedback," of which there are many forms. During the next fewyears, the incorporation of these data streams for telephony and Web-based service channels willbecome critical, because they provide a unique insight into the customer's thoughts, concernsand needs at the "moment of truth."Speech AnalyticsThe conversation between an agent and a customer can generate feedback that provides usefulinsight into the customer's concerns or desires that are not necessarily linked to the reason he orshe called. The use of speech analytics technologies to understand audio feedback captured incall recordings has matured significantly during the past three years. The technologies' scalabilityand accuracy have improved, and the theoretical impact of the resultant insights are fuelingincreased investments. However, the analysis, whether phonetically driven or via transcription, isstill historical or near-real-time and not real-time.There are many skeptics regarding the actual value of real-time speech analytics and what theycan achieve. The most commonly perceived use is to alert a supervisor that a customer isunhappy (based on what the customer is saying), and to get the supervisor to interrupt the iratecustomer's call. In many environments, the impact of this real-time intervention is detrimental,with the preferred option being to call customers back once they have had time to calm down, inwhich case, near-real-time analysis is all that would be required. However, this blinkered viewdoes not take into account the use of this real-time audio data to help the agent with theinteraction through its integration with an existing real-time decisioning tool. This additional dataflow could become an important dimension to help optimize the actions recommended by thisengine.• Hype factor: High. Real-time speech analytics are not yet available. Their incorporationinto existing real-time decisioning tools will be possible but not for at least three years.• Consider when: becomes available and proven (that is, in accuracy and scalability).Undertake initial pilot at this time.Emotion DetectionThe ability to detect a customer's emotion is an important dimension of real-time feedback thatshould influence the flow of an interaction. How agents deal with customers that are angry,elated, concerned or confused should vary enormously, and, to a certain extent, does, based onthe agents' common sense and communication skills. However, their desktop solutions don't backthem up with this variation in approach. The ability to detect emotion and influence the interactionautomatically can reinforce or even enhance an agent's actions. For example, the ability toautomatically endorse a discount if customers sound upset or approve a field engineer visit if theysound confused could significantly impact the customer experience, as well as help agents makethe right decisions in real time. Emotion can be detected by measuring the pitch, tone, inflectionand speed changes in a customer's voice. Traditionally, this has been combined with what thecustomer said, but this requires the analysis to be historical, rather than real-time (due to thespeech analytics requirement). Without the audio component, this can be done in real time.Publication Date: 27 February 2009/ID Number: G00165592 Page 3 of 5© 2009 Gartner, Inc. and/or its Affiliates. All Rights Reserved.• Hype factor: Medium. Real-time emotion detection is beginning to emerge, although itis currently not proven, and will take three to five years before it becomes mainstream.• Consider when: Emotional identification is particularly critical to success of interaction.In-Call FeedbackOf the many forms of real-time feedback, "surveying" is the only form where the organization isactually reaching out to customers and asking them for information. Customers are aware thatthey are giving feedback, and on what topic. This real-time feedback (that is, feedback capturedduring the interaction) can be captured at many stages, ranging from the moment the interactionis initiated to just after the agent conversation finishes.Interaction InitiationClassic interactive voice response (IVR) deployments seek to identify the caller, resolve theinquiry directly or route the caller to a specific team linked to the topic of inquiry, but other formsof information can also be gathered. While waiting, customers can be surveyed on topics such astheir satisfaction or their thoughts on the latest product launch. This feedback can be stored anddistributed to the relevant departments, but can also be used to steer the customer's interactionby routing the customer to an appropriate team (for example, retention specialists), or to aspecific agent, based on a theoretical personality match. This approach has been shown toenhance connectivity, first-contact resolution (FCR) and customer satisfaction. By combining thedata captured in this initial exchange with historical customer data, a more informed decision canbe made.• Hype factor: Low. Although not widely adopted, this technology exists in themarketplace.• Consider when: Existing wait times enable this additional information capture.Interaction CoreFeedback gathered and used during the core of the interaction is the purest form of real-timefeedback. The ability to pose questions, capture the answers and incorporate the data into thenext phase of the interaction can drive significant business value. The key is to identify whichquestions need to be asked of that specific customer to most effectively drive the interaction to itsbest conclusion. Optimizing this requires an understanding of the data available, and which datais needed to facilitate the interaction. Real-time analytical decision-making tools are beginning toappear that can screen-pop agents to get them to ask customer-specific questions if theanalytical model needs a few extra bits of information to drive the interaction to its optimalconclusion.• Hype factor: Low. Although not widely adopted, this technology exists in themarketplace.• Consider when: Complex decisions need to be made, and key data elements might bemissing or inaccurate.Interaction ClosureAs an interaction draws to a close, feedback can be captured using a survey tool. This is arelatively mature technique, used commonly to assess agent performance or customersatisfaction, but more-advanced uses can be explored that affect the real-time performance of thecontact center. For example, if the feedback highlights that an agent was irate, then it couldPublication Date: 27 February 2009/ID Number: G00165592 Page 4 of 5© 2009 Gartner, Inc. and/or its Affiliates. All Rights Reserved.trigger the supervisor to put the agent on an early break to "gather" his or her thoughts, If asalesperson was deemed too pushy for the routing logic to be changed, then the salespersoncould be omitted from qualified calls for the rest of the day.• Hype factor: Medium. Although the technology is mature, its use in this context is rare.Adoption will be relatively simple.• Consider when: Routing infrastructure is flexible enough to accommodate.Operational Data AnalysisContact centers generate vast amounts of operational data originating from multiple siloedsystems. Much of this data can be linked to specific customer interactions, such as wait time,transfers and call backs. This data provides feedback on the customer experience, albeit via theiractions, not their spoken words. Contact centers are beginning to obtain a single view of this datathrough the adoption of performance management tools. These tools are normally "near realtime;" that is, they upload data on an hourly or daily basis, but some are truly real time, providinga "live" view of contact center performance. Both approaches provide the ability to monitorperformance, identify issues, perform route cause analyses and initiate resolutions. However, theapproaches do not traditionally use the real-time feedback data generated by customers toimpact the interaction itself. For example, an agent dealing with a customer who has beentransferred several times or has been on hold for more than five minutes is usually not prompted(or allowed) to give additional compensation due to the negative experience the customer hasundergone. The ability to use real-time operational feedback data to impact an interaction issomething out of scope for traditional performance management vendors, but is achievable viacustomization and is available from broader CRM analytics suite providers.• Hype factor: Low. Incorporation of this real-time operational feedback data by real-timedecisioning vendors such as Chordiant, SAS and SPSS is not difficult to achieve.Customers just need to include this data stream as part of their project implementationplans.• Consider when: Technological maturity and retention and wallet share are topcustomer goals.Text MiningThe final dimension of real-time customer feedback is linked to the agent's perception. The abilityof agents to enter their thoughts based on feedback customers are giving them from their actions(audio and emotional), and, through the use of text mining tools, for the system to analyze andincorporate this perspective into the decision-making processes, is an important dimension. Forexample, if the agent wrote in a dedicated notes section of the case record, "customer annoyedwith charge incurred," then this would trigger the analysis of this text and the subsequentunderstanding of the customer's situation to influence the decisioning engine to recommend theremoval of the charge from the account. In addition, the application of text mining in Web chatand e-mail response can provide a critical "voice of the customer" perspective.• Hype factor: Low. This technology is proven, with numerous contact centers havingadopted solutions from vendors such as SAS and SPSS.• Consider when: The agent's perspective of a customer can provide a useful dimensionto customer data analysis and decision making.A key element of gaining benefit from feedback is ensuring that the right response is initiated.Real-time decision making requires a combination of the availability of all appropriate data,Publication Date: 27 February 2009/ID Number: G00165592 Page 5 of 5© 2009 Gartner, Inc. and/or its Affiliates. All Rights Reserved.sophisticated analyses and empowered "switched on" agents who can step outside the processwhen common sense dictates this to be appropriate. The analytical models deployed come inmany shapes and forms, and require data that resides in existing operational systems and/or iscaptured during the interaction. The ability to make the right decision in real time and the impactthis can have on achieving diverse business goals are discussed in companion research, entitled,"Real-Time Decision-Making Applications Can Increase Revenue and Reduce Costs in theContact Center.”
  • REAL TIME ENTEREPRISE NEEDS TO MANAGE INTERACTIONS IN REAL TIMEIn a similar waythat QUALITY dominatedthemanagementofcocmpnaiesinthe 1980s, with 6 sigma, andlaterthejapanesemethodsof JIT wereessential for manufactoruingorganizations, inthisdecadewe are witnessingtherevolutioninthemanagementofthebusinessinformation. Itisessentialthatinformationisgathered, processedandappliedin real time, to avoidorganizationtardindessinresponding to customerdemands. More thaneveritisimperative to registertheoutcomesofbusinessinteractionswithcustomersin real time, to analyzethatinformationincorrelation to otherexternalandinternaleventsandfindways to maximize thebusiness performance. Thisappliesnotonly to salesbut to collections, orcustomerserviceorevenhelpdesk / techsupport
  • Asluc10 tendencias mcl_v6

    1. 1. Evolução de Centros de Contacto:<br />Tendências e Tecnologia<br />Miguel Lopes<br />Vice Presidente ExecutivoMarketing & Gestão de Produto<br />www.altitude.com<br />1<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    2. 2. Agenda<br />Agenda<br />2<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    3. 3. MCL procurar na Gartner a geografia&size das empresas amostradas<br />Cloud computing, virtualization and Web 2.0 are lighter-weight technologies because they entail reduced upfront costs, increased capacity and variable cost structures. Relatively small investments generate significant business benefits at speed. <br />Note: The 2010 Gartner CIO Survey results are based on the responses of approximately 1,600 CIOs, representing more than $120 billion in IT spend.<br />CIO Technology Investment For 2010<br />©1993-2010 Altitude Software - All Rights Reserved<br />3<br />
    4. 4. Virtualização:a transformação na infraestrutura<br />©1993-2010 Altitude Software - All Rights Reserved<br />4<br />Falta o aviso de cuidado nas UC / VOIP!<br />Cuidadonas UC / VOIP<br />
    5. 5. Cloud computing<br />Atributos Definidores:<br />Fornecido como Serviço<br />Escalável e Elástico<br />Partilhado<br />Faturado por Uso<br />Tecnologias Internet<br />©1993-2010 Altitude Software - All Rights Reserved<br />5<br />
    6. 6. A revolução VOIP <br />A revolução do IP<br /><ul><li>Migração para IP</li></ul>Implementação de modelos híbridos (TDM+IP)<br />A migração total para IP vai demorar mais alguns anos<br /><ul><li>Solução cada vez mais baseadas em software</li></ul>Abandono das soluções tradicionais baseads em hardware<br />Opção por soluções de código aberto<br />©1993-2010 Altitude Software - All Rights Reserved<br />6<br />
    7. 7. <ul><li>Abstracts implementation from users
    8. 8. Forces service-level discussion
    9. 9. Technology hoster becoming service provider
    10. 10. Enables faster delivery and resource changes
    11. 11. Enables hardware sharing
    12. 12. Enables economies of scale
    13. 13. Software pricing and licensing models broken – some kind of usage-based model needed
    14. 14. Usage tracking and chargeback to manage usage</li></ul>Attributes of Cloud Computing<br />Service-Based<br />Scalable and Elastic<br />Shared<br />Metered By Use<br />Internet Technologies<br />Virtualization Is a Modernization Catalyst and Unlocks Cloud Computing<br />©1993-2010 Altitude Software - All Rights Reserved<br />7<br />
    15. 15. O hype e a realidade provável em Cloud Computing<br />Animar cada um destes 3 cenarioscom um mclik para mudar<br />Hoje<br />Realidade<br />Hype<br />Enterprise<br />Enterprise<br />Enterprise<br />Services<br />IT<br />IT<br />IT Management<br />IT Management<br /><ul><li>Brokering, private cloud, internal IT
    16. 16. Everything to the cloud – a service at a time
    17. 17. Manage horizontal and vertical services</li></ul>8<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    18. 18. <ul><li>Campaigns
    19. 19. Newsletters</li></ul>Marketing Online:como ser encontrado<br />©1993-2010 Altitude Software - All Rights Reserved<br />9<br />
    20. 20. Impacto Redes Sociais<br />Integração com as mais conhecidas redes sociais<br />Redes de suporte mantidas pelos próprios clientes<br />Fóruns de clientes<br />Descentralização da informação corporativa<br />10<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    21. 21. Otimizar Performances de Negócio<br />11<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    22. 22. Otimizar Performances de Negócio<br />Enfocar na Estratégia de Negócio e alinhar suas métricas<br />Balancear:<br />Pessoas: Usuários, Analistas, IT<br />Processos : de negócio , de decisão, de análise<br />Tecnologia: plataformas de processos de negócios<br />©1993-2010 Altitude Software - All Rights Reserved<br />12<br />
    23. 23. Agenda<br />13<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    24. 24. Novos Desafios nos SAC<br />14<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    25. 25. Desktop Inteligente<br />Telas de aplicativo operador otimizadas:<br />Mais dinâmicas durante interacção <br />Alterando conteúdo com base em interesses do cliente<br />Personalizar serviço ao cliente:tempo de resposta, rentabilidade, etc<br />©1993-2010 Altitude Software - All Rights Reserved<br />15<br />
    26. 26. Cross/Up Sell<br />Mudanças fundamental na missão do SAC:<br />Servir pode incluir propor alternativas<br />Prova que o SAC gera receitas! <br />Desafios<br />Atitude pessoas<br />Monitorar customer sat<br />Compensações<br />Premiar jogo aberto<br />Tecnologia tempo real<br />©1993-2010 Altitude Software - All Rights Reserved<br />16<br />
    27. 27. Dívidasrecuperadas*100<br />Total da dívida<br />Revolucione as métricas de sucesso:<br />Resultados de negócio<br />Registo imediato<br />Reacção rápida<br />Monitoração em portais por perfil<br />Maior impacto no ROI <br />Vendas<br />Total operadors<br />Fechadas à primeira *100Total de chamadas<br />Produtosem stock<br />Produtosvendidos*100<br />Tempo disponível<br />Tempo total de trabalho *100%<br />Métricas de Negócio<br />©1993-2010 Altitude Software - All Rights Reserved<br />17<br />
    28. 28. “Empacotar” Conhecimentos<br />©1993-2010 Altitude Software - All Rights Reserved<br />18<br />Base de Conhecimento<br />
    29. 29. Tendências de Mercado na América Latina<br />Source: Frost<br />Novos Canais<br /><ul><li>Gestão de Novos Canais</li></ul>Roteamento, Medição e Unificação<br />Vários canais de interacção, um único cliente<br />A experiência do cliente deve ser medida, unificada no histórico de interações, coordenada <br />Maior integração entre as URA e Web<br />©1993-2010 Altitude Software - All Rights Reserved<br />19<br />
    30. 30. Feedback Imediato<br />“Mude de atitude”…<br />Perspectiva Cliente<br />Survey automático<br />Detecção de emoção / <br />Perspectiva Operador<br />Registo imediato<br />Notas livres da interacção<br />Potencial<br />Melhoria de processos<br />Ultrapassar expectativa cliente<br />©1993-2010 Altitude Software - All Rights Reserved<br />20<br />
    31. 31. Conformidade Legal<br />Desafios do Telemarketing<br /><ul><li>Quadro legislativo mais restrito</li></ul>Lei Serra (Brasil)<br />Do Not Call (EUA)<br />EU Data Protection Directive (EU)<br />Telephony Preference Service (TPS) (UK)<br /><ul><li>Limitações e incertezas sobre o que se pode fazer ao nível das campanhas de outbound</li></ul>©1993-2010 Altitude Software - All Rights Reserved<br />21<br />
    32. 32. Agenda<br />Agenda<br />22<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    33. 33. O valor do mercado de aplicações para centros de contacto na América Latina é de cerca de $414.8 milhões. As aplicações de inbound representam quase 60% do mercado e o Brazil apresenta-se como a maior potência regional.<br />Source: Frost<br />O mercado de Centros de Contacto na América Latina <br />©1993-2010 Altitude Software - All Rights Reserved<br />23<br />
    34. 34. Tendências do Outsourcing<br />Verticalização: <br />Segmento das cobranças<br />Acompanhamento de uma tendência resultado da crise mundial<br />Enfoque num nicho em forte expansão<br /><ul><li>Desenvolvimento de competências de especialista</li></ul>Source: Gartnerand Altitude<br />©1993-2010 Altitude Software - All Rights Reserved<br />24<br />
    35. 35. Tendências do Outsourcing<br />Potencial dos operadores baseados em casa<br /><ul><li>Definição de um novo perfil de operadores</li></ul>(limitações físicas, reformados, estudantes…)<br /><ul><li>Novos desafios: fiabilidade da banda larga e segurança</li></ul>Source: Gartnerand Altitude<br />©1993-2010 Altitude Software - All Rights Reserved<br />25<br />
    36. 36. Tendências de Mercado na América Latina<br />Desafios do Telemarketing<br /><ul><li>Quadro legislativo mais restrito</li></ul>Lei Serra (Brasil)<br />Do Not Call (EUA)<br />EU Data Protection Directive (EU)<br />Telephony Preference Service (TPS) (UK)<br /><ul><li>Limitações e incertezas sobre o que se pode fazer ao nível das campanhas de outbound</li></ul>Source: Frost<br />©1993-2010 Altitude Software - All Rights Reserved<br />26<br />
    37. 37. Agenda<br />Agenda<br />27<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    38. 38. Tendências do Outsourcing<br />A América Latina como mercado de nearshore dos EUA<br /><ul><li>Procura de novas solução de outsourcing
    39. 39. Excelente rácio qualidade/custo
    40. 40. Focus sobretudo em países que falem castelhano</li></ul>Source: Gartnerand Altitude<br />©1993-2010 Altitude Software - All Rights Reserved<br />28<br />
    41. 41. Tendências do Outsourcing<br />©1993-2010 Altitude Software - All Rights Reserved<br />29<br />
    42. 42. Tendências do Outsourcing<br /><ul><li>Evolução natural para se tornarem BPOs
    43. 43. Evolução na cadeia de valor
    44. 44. Oferta mais completa e abrangente
    45. 45. Passagem de fornecedor de serviços a parceiro</li></ul>Source: Gartnerand Altitude<br />30<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    46. 46. Investimento em serviços IT (WW), por segmento, 2009 - 13<br />Os serviços de IT e gestão de processos são as linhas de serviço fulcrais na oferta de BPO. Apesar do decréscimo em 2009, o mercado continua a considerar o outsourcing como uma forma viável de cortar custos e obter ganhos de eficiência<br />Milhões<br />31<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    47. 47. Visão Altitude Software<br />
    48. 48. “ Contact Centers are<br />strategic portalsto manage comunication<br />with customers, partners and supPliers.”<br />Our Vision <br />The technology requisites are to measure and improve:<br /><ul><li>customer satisfaction
    49. 49. operational efficiency
    50. 50. contact center productivity</li></ul>(C) Altitude Software - Restricted Use<br />5/8/2010<br />33<br />
    51. 51. Real TimeEnterprise:“timeismoney”<br />© from “BusinessatSpeedofThoughts”, Bill Gates<br />5/8/2010<br />34<br />(C) Altitude Software - Restricted Use<br />
    52. 52. Hot Areas in Contact Center 2.0<br />Process Lifecycle Management<br />Compliance, Compliance, Compliance<br />Managed Customer Experience<br />Business Performance Focus<br />Customer Communities Social Media<br />Contact Center 2.0<br />(C) Altitude Software - Restricted Use<br />35<br />5/8/2010<br />
    53. 53. 4ºT <br />Roadmap Tecnológico Altitude(Abr’10)<br />©1993-2010 Altitude Software - All Rights Reserved<br />36<br />2010 <br />2011<br />1ºT+2ºT <br />1ºT <br />2ºT<br />3ºT<br />“TBD” (4.x?)<br />Vboxevolution<br />A.vBox 4.0<br />A.vBox 4.0 (clusters)<br />A.vBox 4.0<br />(regular features)<br />Altitude “Goya” (8.x)<br />Newdirections<br />A.uCI 8.1<br />General Availab.<br />A.uCI 8.1<br />EarlyAdopter<br />A.uCI 7.5<br />General Availab.<br />Legenda<br />EarlyAdopter<br />LimitedAvailability<br />General Availability<br />General Availability<br />36<br />
    54. 54. Obrigado<br />37<br />©1993-2010 Altitude Software - All Rights Reserved<br />
    55. 55. Business Performance Indicators<br />Unified Workflow<br />Management Portals<br />Campaign Optimization<br />(C) Altitude Software - Restricted Use<br />38<br />5/8/2010<br />
    56. 56. Altitude uCI 8<br />(C) Altitude Software - Restricted Use<br />39<br />5/8/2010<br />
    57. 57. Show & Use Contact Center Value:Business Performance Indicators<br />Recovered Debt<br />Total debt<br />Sales<br />per agent<br /># calls<br />closed on the first contact*100%<br />Total products in stock<br />products sold*100<br />Total working time<br />Total working time available*100%<br />(C) Altitude Software - Restricted Use<br />40<br />5/8/2010<br />
    58. 58. “The contact center is the enterprise”Unified Workflow <br />(C) Altitude Software - Restricted Use<br />41<br />5/8/2010<br />
    59. 59. Productive Outbound Addressing ComplianceCampaign Optimization<br />(C) Altitude Software - Restricted Use<br />42<br />5/8/2010<br />
    60. 60. AlignDashboardswithUserProfilesManagementPortals<br />(C) Altitude Software - Restricted Use<br />43<br />5/8/2010<br />
    61. 61. Altitude uCI 8<br />(C) Altitude Software - Restricted Use<br />44<br />5/8/2010<br />
    62. 62. Investimento em outsourcing, por segmento, 2009<br />Entre 2009 e 2013, a Gartner, estima que o crescimento do mercado de networkingcomputing, o mais dinâmico, continue a crescer a uma taxa de CAGR de 6,5%<br />45<br />©1993-2010 Altitude Software - All Rights Reserved<br />

    ×